Transcript PWATC
COMMUNICATIONS Dena Mezger, PE Learning Objectives Know the definition of “communication” Understand active/effective listening Understand how to issue directives to your Team Understand how to communicate change Understand how to communicate with the public Understand the dangers of emails Understand your own communication style “I know you believe that you understood what you think I said, but I am not sure you realize what you heard is not what I meant.” (State Department spokesman regarding Vietnam War) Communication Definition: An exchange of information between two or more people or groups to reach mutual understanding. Someone gives info Someone receives info Intended and unintended messages Goal is for both parties to understand info the same way Influences on Communication Process Noise Visual distractions Physical barriers Exhaustion Language skills Knowledge Personal relationship Emotions Attitudes Perception Values Expectations Body Language Nonverbal Behavior Arms crossed on chest Hand on cheek Touching, rubbing nose Rubbing the eye Hands clasped behind back Open palm Pinching bridge of nose Steepling fingers Stroking chin Head resting in hands, eyes downcast Interpretation Defensive Evaluation, thinking Rejection, doubt, lying Doubt, disbelief Anger, frustration, apprehension Sincerity, openness, innocence Negative evaluation Authoritative Trying to make a decision Boredom 6 Active Listening Focus on speaker Eliminate distractions Keep eye contact Take notes Ask questions Summarize what you heard Effective Listening Attentive Observation - focus on speaker Acknowledging – convey understanding Inviting – encourage speaker to say more “It sounds like you really want to change” “Tell me more” Nod head Checking it out – ask who, what, when, where or how Communicating with Your Team Sharing info Direction Solving problems Corrections “Atta-boys” Directing Your Team Keep directive simple One directive at a time Expect compliance Phrase as request Customize to employee Get feedback Giving Directions Exercise Pick a partner Move chairs to sit back-to-back One will receive blank paper, other will receive a sketch Give directions in order for partner to recreate sketch Don’t tell what the item is, just give step by step directions on how to draw it 11 Providing Feedback Focus on Value to receiver, not the chance to “vent” for sender Facts without judging “right or wrong” Behavior, not the person Observations, not assumptions or inferences Specific events or behavior, not abstract ideas Share ideas rather than give advice Appropriate time and place Communicating Change Understand the change and its impact Provide your input Understand the decision Understand why Explain the decision Make it palatable Using the “grapevine” Staying ”connected” Dealing with rumors Feeding the grapevine Sharing info Communicating with Your Peers Asking for help Providing help Sharing information Communicating with Your Boss Reasons Receiving direction Providing feedback Good news Bad news How to Know the purpose - be prepared Appropriate time and place Get to point quickly Use active listening to encourage response Receiving assignment – as who, what when, where to make sure you understand Communicating with the Public Be polite and professional Listen Answer the question Explain, briefly Tailor answer to the audience Avoid technical jargon Stick to the facts This generally applies to written communications also E-mail Emails are forever Emails don’t show “tone” Emails get forwarded Hitting “delete” instead of “send” Communications Exercise Tally answers to Social Style questionnaire Determine your primary and secondary styles Social Styles Analytical Driver (Technical Specialist – Conscientious) (Control Specialist – Dominant) Amiable Expressive (Support Specialist – Steady) (Social Specialist – Influential) 20 Social Styles Analytical (Technical Specialist) / Conscientious Driver (Control Specialists) / Dominant Industrious Vigilant Determined Thorough Persistent Orderly Requiring Decisive Serious Critical Tough-minded Efficient Exacting Indecisive Dominating Pushy Moralistic Stuffy Harsh Severe Amiable (Support Specialists) / Steady Expressive (Social Specialists) / Influential Supportive Dependable Personable Dramatic Respectful Agreeable Stimulating Gregarious Willing Conforming Enthusiastic Manipulative Dependent Retiring Reacting Excitable Emotional Ingratiating Promotional Undisciplined 21 5 Analytical / Analytical Analytical/ Driver Driver/ Analytical Driver / Driver Analytical/ Amiable Analytical/ Expressive Driver/ Amiable Driver/ Expressive Amiable/ Analytical Amiable/ Driver Expressive/ Analytical Expressive/ Driver Amiable / Amiable Amiable/ Expressive Expressive/ Amiable Expressive / Expressive 8 Social Styles 08/30/2010 Nerd Jerk Wimp Mouth Personal Social Profile Did you think this identified your style accurately? Do you think others see you the same way? How might you use this information? 24 Questions? CONDUCTING EFFECTIVE MEETINGS Managing meetings OVERVIEW Setting goals and following through Small vs. large meetings Session Learning Objectives: Conducting Effective Meetings • Understand the steps required to manage an effective meeting. Understand your responsibilities in a good meeting Understand the different types and sizes of meetings CONDUCTING EFFECTIVE MEETINGS Managing meetings Setting goals and following through Small vs. large meetings “The Meeting from Hell” Tell the person next to you about “the worst meeting ever” One or two things that made it the meeting from hell Share a few of the examples with the large group Discuss strategies or behaviors that would have made the experience better. “One either meets or one works. One cannot do both at the same time.” – Peter Drucker “The length of a meeting rises with the square of the number of people present.” - Anon HOW DO YOU USE MEETINGS?? What is your pet peeve about meetings? Do you enjoy going to meetings? Is the meeting necessary? Do you define its purpose? MEETING TYPES INFORMATION GIVING (Training, lecture, delegation and crew meeting) EXCHANGE IDEAS (Performance reviews and staff meetings) CREATING (Goal setting and brainstorming) Objective to deliver quickly One-way communication Any size group Formal and businesslike Objective to exchange ideas Two-way communication 30 people or less Less formal Depends on creativity of group Best in small groups Relaxed and spontaneous MEETING TIPS Short mtgs.: Late in day or before lunch. Provide agenda before meeting and use it. Make sure all at meeting are heard. Summarize what was discussed. Make assignments with due dates. Provide written action items list Start and finish on time. Try assigning time limits to topics. If there is conflict – focus on issues. Rotate who is chair CONDUCTING EFFECTIVE MEETINGS Managing meetings Setting goals and following through Small vs. large meetings GOOD MEETINGS Organized / Structured There is preparation Advance information sent Start on time Length of meeting is appropriate Conversation free & open Follow up Everyone at the meeting is responsible for making the meeting a success. 2 CONTRIBUTIONS YOU CAN MAKE PROCEDURAL SUGGESTIONS CONTENT SUGGESTIONS CONFERENCE CALLS Designate note taker Identify yourself when you speak Call on those that are silent Poll all to get agreement Solicit feedback Finish with assignment review and TO DO LIST CONDUCTING EFFECTIVE MEETINGS Managing meetings Setting goals and following through Small vs. large meetings MEETING SIZE MATTERS SMALL Informal Easy to participate Brainstorming works Leaderless possible Participants invited Usually private LARGE Robert’s Rules Need to force participation Structured brainstorming Leaderless = Anarchy Could include squatters Often public Meeting Attitude Assessment Scoring 40 to 50=You are a solid meeting contributor 30-39=You contribute, but you may want to get more involved 10-29=Reevaluate your attitude toward meetings and work to be more of a meeting contributor. 40 Questions?